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tv   [untitled]    July 20, 2013 3:30am-4:01am PDT

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you'll seeing the new positions and they're in the doted line places. we're going to take our 3 person wellness and faeg people in over the course of this year and in place by the second year of the budget. the next column we're adding an administrative manager. you see the commission secretary and this person wears 3 hats of the department and the solution to that was to divide those responsibilities so that person is doing one job predominantly\and we have more sports in the department
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>> i just wanted to ask about that doubling of the wellness e ap and doubling the staff is that because of the health care act. >> i've got additional information it might be better if when we get to that. but it is not because of the affordable care act it's really what we see is the larger needs of the city to have one person there is not sufficient to respond to the city's needs and potentially the courts and city college we need a more robust program that's going to be effective and the goal be
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obviously so to bring down a little bit - >> i'm for wellness and improving healthy employment. >> i have some metrics i'll be showing you these but those are the 12 contracts and meeting and
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we're way behind open getting contracts final listed. and we have little time to do everything so we're going to add a data manager and another analyst so we can complete the work we need to do. and so those are the key position that are on the chart.
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we can come back to this later >> what the next slide is this is not the entire department. as i've said before the first component is everything expect wellness i did want to spend separate time. the first thing is as i can see one of our positions the communication manager is 1 hundred percent fund with funding from the trust fund so we have 33 individuals increasing to 42 and next to 43.3 in our operations and finance area. that's where the growth is. the other second important thing to note is a very large portion
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of our budget is from non-general fund sources. we recovery significant funding from the school district and the courts and the city college. so any increase in our expenses only 50 percent is general fund and you can see at the bottom 46 percent is from non-general fund uses. so given that the significant growth here is really in the personnel area i wanted to show you a couple of metrics. the first is not a criticism of fema but a recollection of what happens in a post implementation stage there are additional things to be done.
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the daily events we're processing prior were 2 hundred and 54 a day. it's increased by a for about of 4 to 5 to 6 in the months following. so the same must be are requiring a tremendous much higher level of interactions. that's temp costs this year and it's something we hope to address in the additional positions there. you can see the increased call volumes and it is significant in 2013. this is the enabling complexity of health care.
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the changes in pharmacy benefits and to the members as they become medicaid eligible. almost 75 thousand for the year and this is the budget for temp services. so what happens with us, you know, again, just an indication of how important our staff is we immediately back them with temp services or use the open enrollment to meet the deadlines. we think all of that is a good indicator. and fbl a few other items that
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certainly effect our costs health care reform will be an additional responsibility. we've qualified for grants on early retire
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56, 54 is relatively a small budget of which more than have of it is coming from general fund >> a few comments since i pulled a mrurp from an evaluation from the boards budget analyst from 2008 they performed an evaluation and they recommended in their remedies the city employment promotion programs should be coordinated. and i would add that our boil so
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not only to do the work ourselves we can engage the health plans in addition to bring support to us in the wellness activity like kaiser and blue shield. we're ideally positions to do that. our focus to date with our one person has been focused on weight management and diabetes education and resiliency training. so certainly behavior health and our employee assistance programs work. some statistics to be aware have to report to the department of labor on a workplace wellness
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they have 2 hundred armor employees report some kind of wellness programming so this is very widespread and it's something that needs to happen. and just have a healthier workplace. this is a sum of two slides there's no new information on here. it gives the overall information. and finally to move away from the budget and it up on the competency issue. we're not required because the city employees are expected to have an english competencecy we're not required to have a
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foreign language program we have people who speak russian and cantonese and other foreign language skills we do respond to. we look forward to the future clearly as argue retire population continues to imagine a and the angle is over 70 but that as people live long-range we want to make sure we can reduce the hearing loss and we understand that. so that concludes the slides it's about 2 more than 10. colleagues any questions for the gentleman. >> welcome back. >> hey, thanks and it's great
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to have you here. >> i'm here mainly to help katherine out katherine dodd she's staying very involved pretty much on a daily basis. >> just a question regarding and hopefully, this is the right place
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. now we're working directly with the providers and the community both brown and sutter hospital and ucf we're working directly with them. we're trying to get to the someplace with kaiser. it's hard to get them to understand the needs of all the
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employers in the bay area. i think we're very confident when we're asking from something from kaiser other folks are asking the same things. we're very clear we have costs in health care that's not was it expected to be we put a plan in place whether it's employee wellness or if we have other issues we can get the cost under control. eave had trouble getting kaiser to the table on that regard. we had to show the health board that all our data indicates we should have had a reduction in the last few years and as we dug
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into the presentation it was not argue - it was quite frustrating especially with we're trying to do wellness and get people healthier they expect to see that >> are the lielgsz. we have actual would have had a negative trend on blue shield because of the romper taxes we came in at zero. our rates in blue shield as declined and with kaiser we're not p there. a united voice from the
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supervisors and the mayor's office and our unions all saying the same expectation of kaiser is we have to know what we're paying for. so we appreciate i'm happy to brief you more. we were frustrated with having to accept the it .5 increase from kaiser but we have 2.5 million people who are getting services from kaiser. kaiser will come to the table and there will be a better solution to our pricing >> and to add to that comment i'm very much part of the conversations and echo how frustrating it is but there are
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- we passed a resolution about a month or two ago we'll be discussing and a number of other measures in terms of open data and transparency are going to happen not only with kaiser but blue shield. we see we're ben with the health certify we're driving down the affordable care act. and so it's a big deal but why i voted again to despite a lot of strong words to support the kaiser rate plan was the open enrollment and those folks who would be exposed it would have
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been a wrong move not to support that >> we will be perjure other costs for kaiser in case negotiations don't go well. >> so the board has approved the rates. >> colleagues any other questions? staff. i understand there's no agreement yet; right? >> no, not yet. i think we can come to an agreement certainly by our next meeting and we understand the items they're proposing we want to see some more than ration
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>> and of the two totes one-hundred and 6505 would still allow a savings of 1 million plus in the department 2013 and fourteen budget. part of that would result in the saves of the city general fund and our recommended savings would be ongoing savings and one time savings still allow an increase of 89, 10th percent and that would result in savings to the general fund in 2013 and fourteen and we'll report back to you next week >> any questions for mr. rose
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or staff at this time. >> colleagues at this time why don't we suggest going into re >> good afternoon, everyone. welcome back to the budget and finance committee meeting for the board of supervisors on wednesday june 19, 2013. we'll continue with items number 3 and 4 from the recess we just took. up next we'd love to call our civil service commission and ms. jennifer johnson. who i should add is coming in from maternity leave just to present to us today.
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>> good afternoon, jennifer johnson, executive officer, the civil service commission. i'll start off with an overview of our departments and kind of clarify what it is that we do, and just briefly review our very humble budget. so, the purpose of the civil service commission is a charter mandated entity and it's charged with providing qualified persons for appointment to city service. essentially the commission's responsible for establishing, regulating, overseeing and serving as final arbiter of the city's merit system. so you understand the relation between the civil service system and dhr we are essentially the legislative judicial branch and dhr is responsible for undertaking the rules that the commission establishes for the merit system. and i would just like to note that our merit system was created in 1900. it is actually the oldest merit system west of the mississippi and it was essentially created in response to mass fraud and corruption in city government. so, to give you a perspective. the commission's mission is to
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establish, ensure, maintain equitable and credible merit system for public service employment. the commission's goal is to consistently provide the best qualified candidates for public service in a timely and cost-effective manner. and i'd also like to point out our equal employment policy which permeates through all of our rules, it is the goal to provide fair treatment of applicants and aspects of employment without regard to membership of protected category and [speaker not understood]. that's essentially what merit system means. the civil service commission is a five-member commission appointed by the mayor and approved with veto authority by the board of supervisors. it is an independent commission by chart of the mayor prohibited from intervening in the civil service commission's matters. the civil service commission department staff itself, we are a small staff of six individuals. i've listed them here for you. and just to give you a better perspective on what exactly it
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is that we do, the commission's authority and responsibilities of the civil service more et system include but are not limited to the authority, purpose, definition organization of the merit system and the civil service commission itself, the establishment of policies, procedures and rules governing the merit system and there's a huge list there. i won't bore you by reading them out loud. and then, of course, merit system oversight and that entails inspection service, and that's under the charter we have the power to investigate and into complaints and allegations of merit system violations. commission staff endeavors to take those within 0 days and we actually receive quite a few of them, over -- generally over 120 a year. last year we received 127 of them. and just so you're aware, anyone can make an inspection service request. that's unions, employees, members of the public, departments, fellow employees, members of the board of supervisors. and we also have a general power of inquiry and audit program. each year we conduct a number of audits.
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part of our audit program. generally we do seven audits a year. next year we've increase it had to eight audits. last year it was focused on assuring compliance of civil service commission rules, policies and procedures with respect to examinations of employment processes. this year we're looking to ensuring that individuals apply for their appeal rights and departments are adhering to discrimination resolution and investigation procedures. then, of course, the commission hears appeals of decision or action made by the department of human resources. the executive officer of the civil service commission or the director of transportation if it's an mca service critical position. the commission received 64 appeals last year and they resolved 66 appeals in fiscal year 2011-2012. the commission also reviews proposed personal services contracts. that's when departments want to contract out services that arguably potentially be otherwise provided by civil
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service employees. and the commission determines whether or not the circumstances are unique enough to warrant such contracting out. then, of course, wage setting responsibilities, including the compensation and benefits for members of the board of supervisors and other elected officials. and then finally, the employee relations ordinance administration. so, we hear unfair labor practice charges for employee groups. they're not covered under the [speaker not understood] brown act. in addition to questions regarding bargaining unit assignments, management supervisory confidential designations and so on. then with respect to the commission's budgets, our budgets primarily devote today supporting our personnel costs. i've included there what our current budget is as compared to what we're requesting for the next two years. there is a slight increase and they're primarily due to projected increases in employee salaries due to negotiated contracts as well as fringe benefit costs. and we have recently discussed
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the mayor's office and agreed to an adjustment to our budget prior to this year every year we were starting off with a deficit. so, this is just realigning our budget with the realities of what our staff costs are. we have no expected changes to the fte calendar for the next two years. at this time we do not intend to request any increases. and we're not projected to have any overtime costs over the next two years. and i think that summarizes the presentation. if you have any questions or comments, i'd be happy to answer them. >> colleagues, any questions? comments? aside from appreciating the short presentation. >> i speak quickly, i know. >> okay, thanks very much, ms. johnson. we don't have a budget analyst report for your department, so thank you for being here. >> thank you very much. >> okay. up next we have one more request out of order and that's for our district attorney to come forward. i know mr. [speaker not understood] is here so why don't we start with the da's office.
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>> jennifer put a lot of [speaker not understood]. i want to make sure i'm very quick as well. first of all, good afternoon, everyone. i want to begin by thanking kate and mr. [speaker not understood] for the work they have done with us as well as the budget analyst and specifically olivia. [speaker not understood], did i pronounce that correct? thank you. she has been great in working with us. and as soon as we made our presentation, [speaker not understood]. our mission is public safety, working with all of our communities. we deal with prevention, education, and obviously with enforcement and as appropriate, very quickly, a budget overview. as you can see the two-year cycle here, 12-13 to 13-14. there is a difference of about 9.94%. that's mostly driven by the
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supplemental provided by the board concerning domestic violence. also has to with some budget increases. as you can see for 13-14, 14-15, that's actually 0% which is about $198,000. looking at the fte count, what we see is that there will be a net increase of 12% for this year. again, this is -- some of this is driven by the supplemental we received recently concerning the monthly violence. and you can see actually in the following year, there will be a 1% reduction and that's [speaker not understood]. here's the sort of the annual -- the major budgets changes. 1. million is the annualized funding for the nondomestic [speaker not understood] that were approved to the supplemental process. there is about 1.6 million of readjustment. $2 41,000